Expansion Strategy Quotes

I wanna cover more ground, get a bigger fan base.

Get big or get out!

We're certainly not in position to expand into the East. We've been very candid and up front that if, in fact, we go through an expansion process, the world will know about it.

If I had a formula, I would have launched newcomers every year or maybe, every quarter.

Growth is kinda built into everyone's genes. It's built into management's genes, the salesman's genes, the investors' desires. People expect companies to grow.

We never thought we'd be commercially viable, and we were proved wrong.

I think part of what happens is that small labels want to get bigger. And bigger is not better.

We don't have to go that far to sell our beer because our immediate accounts sell so much. Places that sold 10 cases before, now they're selling 30.

When I started Mediaite, I didn't expect it to become the business that it's become.

We had grown too fast at PayPal. Our operating expenses had grown too fast... Growth covers a lot of sin. We want to grow without sin.

We got on his label, and the Bizarre organization is just going up and up. So we have faith.

We don't actually plan to launch new businesses over the next few years, but we are planning to take the ones we have into new territories.

It would be nice to garner new fans and make it a success - and success is relevant, we already know all that.

The league, I think, is doing well. It's growing, it's maturing, and it's becoming a better league.

2008 was a good - a very successful year for Volkswagen.

Growth does not always lead a business to build on success. All too often it converts a highly successful business into a mediocre large business.

Travelex has grown into a global business in just 25 years. The acquisition of Thomas Cook's Global & Financial Services has created a business that would have had a combined turnover of U.S. $28.4 billion in 2000.

What works at scale may be different from scaling what works. Pilots often succeed, while scale-up often fails when the context changes.

By the end of 1978, we had 11 partners and six franchisees, we were operating in 22 cities, and we had about 6,000 clients. We had left Electronic Accounting Systems and were doing our own processing on our own computers.

When I got a deposit on my very first cake, I took that deposit and I bought some cake mix with it. I've never taken a loan - ever. And we're doing this expansion just like everything we've done in this bakery as we've grown. If we weren't able to afford paying for something cash, we didn't buy it.

PepsiCo is a $63 billion company. Half the company is snacks, and half the company is beverages. We have a glorious snacks business and a glorious beverage business. We are extremely profitable. We are growing.

I don't think that the leadership of Montgomery was prepared to capitalize, let's put it, on the projection that had come out of the Montgomery situation. Certainly, they had not reached the point of developing an organizational format for the expansion of it. So discussions emanated, to a large extent, from up this way.

If Wal-Mart invests a billion dollars and others invest $100 million, Wal-Mart is going to grow more.

We opened the first Men's Wearhouse in Houston in August 1973, then a store a year for 10 years in Texas. In the early 1980s I opened a store in the San Francisco Bay Area. Within the year, the Texas economy was in total disarray. We were facing Chapter 11, and if not for the California store, we might not have survived.

If we can make great games for PS3 players... how many PS3 players are out there? If we can make great games for everybody, that's a much bigger service. There's no reason I shouldn't do that.